Corporate Trade Services Operations

International Commercial Bank

Situation

The client was experiencing problems due to a poorly organized trade processing environment:

No formal receipt or registration upon receipt of work.
No method of formal distribution of work to the various processors.
No order of dispatch of work back to customers upon completion.
No MIS tracking of daily work received or completed.
A lack of line balancing and work distribution.
A low staff skill level, particularly in key processing areas.
A poorly organized workplace.
No differentiation in processing of high revenue customers' work.

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Recommendations

The client was experiencing problems due to a poorly organized trade processing environment:

No formal receipt or registration upon receipt of work.
No method of formal distribution of work to the various processors.
No order of dispatch of work back to customers upon completion.
No MIS tracking of daily work received or completed.
A lack of line balancing and work distribution.
A low staff skill level, particularly in key processing areas.
A poorly organized workplace.
No differentiation in processing of high revenue customers' work.

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Results

Rationalization of all trade process flows, streamlining operations and improving timeliness and cost effectiveness of service delivery. A 30% productivity improvement and 99% same day service on all transactions was achieved based on:

Creation, approval and implementation of all process recommendations developed as “best practices”.
Creation of a new organization structure reflecting market requirements and customer service demands.
Identification of the requisite skills for each new position within the restructured organization and completion of a skills inventory of the current staff to match current skills to skills required; training of all staff accordingly.
Determination of management information needs, including review and evaluation of existing MIS and enhancement of reports.
Development of capacity/resource utilization plans and production standards based on product volumes and processing standards.
Creation of bank and customer service delivery standards.
Creation of “priority” services for high revenue “gold card” customers.

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